"Do You Hear What I Hear?"

                      "Do You Hear What I Hear?"
Deconstructing Racist Ideology and Perceptions While “Doing” Diversity

By Dr. Carol Parker Walsh, JD, PhD, CEO ParkerWalsh Consulting, www.parkerwalshconsulting.com

Recently I attend an operations meeting in my organization and at the suggestion of the facilitator a brainstorming session ensued over the pressing issues for the upcoming fiscal year. Debating with myself, in my head, on whether or not I should broach a relatively volatile subject in the organization, I decided, “What the hell,” braced myself, and commented, “Diversity is an issue of importance.”  Continuing, I noted that students, faculty, and staff have expressed multiple concerns over discriminatory and racist comments and treatment. I took a breath to form my next sentence and before a word could be spoken, the attack begun. As I sat back and heard a myriad of reasons why either this topic was inappropriate for this group or feigned naiveté over how could we possible operationalize and thereby “do” diversity, I was reminded of the debate which transpired in my head only moments before and my subconscious promptly teased, “I told you so.” Only when those at the table and over the phone realized the absence of my voice did I hear, “Do you want to explain what you meant?” Weary of the battle, which had now been waged for several years now, I said, “Forget it, I withdraw the comment, move on,” to the obvious discomfort of those in the room and on the phone.

Successful in their attempt to silence me, the facilitator promptly did as I suggested and moved on. The meeting continued and I sat by patiently, prayerfully waiting for its adjournment; and then it began. Immediately following the meeting two colleagues noted their discomfort but obvious (though silent during the meeting) support of my topic and comments. For days after the meeting, whenever I bumped into one of the participants, I was equally met with how uncomfortable and/or horrified at the comments and treatment I received (again, despite the fact they remained silent at the meeting) for such a worthy cause which they fully supported. I thanked them for their concern, briefly noted their silence, and remarked I will no longer attend the meeting as it was clear that I had no place there since diversity was the scope of my job and it was clear that diversity was not a relevant factor in the group. Disheartened and apparently saddened by my comments I heard nothing more than, “I understand.” However, one comment in particular that came immediately after the meeting was more striking to me. After the obligatory words of support and the necessity of me to continue to speak up (although apparently alone but with ardent silent support) the meeting participant noted that whenever I speak about diversity it is perceived as a criticism or accusation of wrong-doing, failure, or even racism to those with whom I’m speaking. Flabbergasted more by the genuine sincerity of her comment then the comment itself I became faced with the reality of being a Black woman “doing diversity” in a 98% white institution when 90% of those white individuals don’t want, don’t do, don’t know, don’t like, or don’t care about “doing diversity,” no matter what I say or do, individual and uninformed perceptions rule. The profundity of the statement prompted me to question our ability to “do diversity” without deconstructing racism.

Although this experience took place some years ago, it could have very well happened yesterday. The effort to stabilize the hyphen between the ideology of diversity and the practice of diversity continues to be challenging.  The problem, however, may lie not in the ideology of diversity but rather in the practice.  What is diversity?  What does it mean?  What are the thoughts, assumptions, attitudes, practices, and prejudices of the membership of organizational and educational institutions?  Without an opportunity for organizational members to discuss and answer these questions deconstructing racist ideology and embracing a diverse workforce and culture will remain nothing more than a noble thought.  Lasting organizational change, especially as it relates to diversity, will not come from outward measures alone, but also by inward reflection.  An organizational system is moved by the individual beliefs and values of its members; therefore it is important to tap into and gain an understanding of these individual perspectives to change organizational practices.  Too often the recipe for building diversity begins with recruitment, coupled with a little training simmering over a low heat.  The low heat represents thoughts, attitudes and behaviors that have gone undetected, unchecked, and unchallenged.  As with any pot that sits unattended, the water of good thoughts and intentions evaporates causing the pot to burn and ultimately explode.  Deconstructing racism requires critical self-reflection and dialogue which is the continual stirring and monitoring of the pot and its contents.  It allows organizational members the time and space to examine and deconstruct old paradigms, assumptions, and prejudices and the opportunity to construct a space of humility to discuss what is real and imagined in relation to the “other.”

Whenever I begin a discussion on diversity I explain that engaging this topic simply puts you on a path, a path in which you should never truly reach a final destination.  Learning about self and others should be daily, continual and lifelong.  Each day a decision of whether or not to walk along the path must be made with each cross-cultural encounter.  Critical reflection is a required companion on the journey; in fact it is the heart of the journey. It is about the exploration of the other and the self-examination of the internalized affect of that exploration.  Dismissing this level and type of analysis undermines the power and impact of individually held ideologies and understandings of diversity. 

Critical self-reflection can work toward deconstructing racist ideology uncovering inconspicuous beliefs, perceptions, and experiences. It is an inquiry-based process. It is a process of engaging people in dialogue and identifying areas of agreement and resistance. This can be very effective in supporting organizational members to move from resistance (feeling guilty, beaten up, threatened, silenced, or uninvolved) to constructive action focusing on learning new skills, changing attitudes and behaviors, building relationships and developing new and more complex problem-solving skills.  There are hidden truths in each of our own histories that go unspoken but continue to manifest as barriers in the present day.  The truth about the past and its impact upon the present must be spoken so that it will not haunt the future. 

Although it may seem idealistic, I am offering both an explanation for the impeding forces and a starting place to effect organizational change, deconstruct racist ideology and begin a new way of reconstructing diversity—critical self-reflection and dialogue.  Critical self-reflection and dialogue allows for the more subtle and insidious forms of discrimination and separatism to be uncovered and dismantled.  It will allow for the removal of the “chill” often felt in the air in organizations by non-Whites. It will allow for the organization to individually and collectively see itself truthfully and develop a strategy for consciously changing.  It allows for not just recruitment, but the ultimate goal of retention.  It allows for transformation, not just training.  Critical self-reflection and dialogue is the foundation that should be poured and solidified before the house can be built.  We have come to the fork in the road and must decide in which direction we shall proceed?

Reproduction of this article must be by the approval of the author.

About the author:  Carol can be reached at info@parkerwalshconsulting.com

Carol serves as CEO of ParkerWalsh Consulting a diversity and organizational consulting firm located in Vancouver, WA. Carol also serves as the Interim Director at Oregon Master in Public Health Program and Assistant Professor at Oregon Health and Science University. Prior to establishing ParkerWalsh Consulting, Carol served as Assistant Director for Diversity Development and Management Consultant with Oregon Health and Science University and Labor Counsel with the Oregon Nurses Association.
Carol attended Fielding Graduate University where she studied Human and Social Systems and earned a Doctorate degree in 2005. She also attended IIT Chicago-Kent College of Law where she studied Employment/Labor Law and earned a J.D. degree in 1991. Carol's core expertise includes identifying, defining, and developing solutions to organizational barriers to building an integrated pluralistic diverse workforce; and effectively developing workgroup and organizational structure/culture through consultation, coaching, training, facilitation, and mediation.